Vice President, Talent and Organizational Development

BHC

About The Position

BHC is helping to shape the future of Charleston through the quality of its people. The Vice President of Organizational Capability & People Development is responsible for strengthening the organization's ability to deliver extraordinary experiences today while building the leaders, systems, and capabilities BHC will rely on tomorrow. This role partners with executive and operational leaders to identify what the business needs, then designs the systems that build it. Learning is one tool. Leadership development, coaching, onboarding, management development, internal faculty, certification, knowledge transfer, and organizational design are equally important. Together, they build an organization that grows stronger every year. BHC builds leaders before they lead, not promote them and hope. This philosophy extends beyond leadership. At BHC, capability is built intentionally throughout a colleague's career, creating an organization that becomes stronger with every generation of leaders it develops. Success is measured not by training delivered, but by stronger leaders, more capable teams, improved business performance, and an organization that is, in practice, the best place to become.

Requirements

Demonstrated ability to strengthen organizational capability in ways that measurably improved leadership quality, operational effectiveness, and business performance.
Experience may come from organizational development, leadership development, enterprise learning, executive coaching, operational excellence, talent development, or change leadership.
Operating credibility to earn the trust of senior operational leaders.
Experience building capability systems, not simply administering existing programs.
A deep understanding of the realities facing property or business unit leaders.
Executive presence and influence that build commitment without relying on formal authority.
The ability to translate operational excellence into practical, teachable systems.
Experience within luxury hospitality, including Forbes Five Star or comparable service environments, strongly preferred.

Responsibilities

Design and establish the organization's learning infrastructure, including curriculum strategy, governance, learning technology, certification pathways, measurement systems, and operational learning standards, as one integrated system rather than a collection of independent programs.
Build in the sequence that earns organizational trust rather than the sequence that feels most urgent: foundational systems first, leadership development once that foundation holds, and whole person development once leadership is real. Hold that discipline even when there is pressure to move faster.
Own the operational floor, including safety, compliance, required certifications, and foundational operating standards, so the higher work of building skill, leadership, and long term capability can stand on solid ground.
Ensure capability becomes part of how BHC operates, not something delivered alongside the business.
Create integrated systems that intentionally develop colleagues throughout their careers, including new colleague onboarding, operational capability, leadership development, management development, service excellence, coaching, internal faculty, functional learning pathways, certification and mastery, whole person development, and knowledge management.
Each system should reinforce the others, creating a continuous path of development rather than isolated learning experiences.
Build and sustain a faculty of respected operators and leaders who teach, coach, and mentor within these systems, turning their expertise into institutional knowledge that continues long after any individual leader moves on.
Protect the integrity of the capability system by resisting shortcuts that compromise long term quality. Maintain the discipline when speed threatens what's been built, whether through rushed onboarding, abbreviated coaching, superficial leadership development, or curriculum that values convenience over excellence.
Ensure advancement reflects demonstrated capability rather than completed coursework.
Partner closely with the Talent function so the capabilities BHC hires for are intentionally developed after people arrive.
Partner with People & Culture leadership to ensure recruitment, onboarding, development, performance, succession, promotion, and rewards reinforce one another throughout the colleague lifecycle.
Develop, certify, and coach the network of property based learning leaders across the portfolio.
Earn influence through the quality of the systems, coaching, and support provided rather than formal reporting relationships.
Spend meaningful time in the operation, understanding where capability is taking hold, where it is breaking down, and what the business needs next.
Scale the Organizational Capability function thoughtfully as BHC grows.
Develop meaningful measures that demonstrate whether the organization is growing stronger. Report against indicators that matter to the business, including first 90 day turnover, onboarding consistency, leadership readiness, internal promotion rates, bench strength, operational readiness, and learning effectiveness.
Provide insight that helps leaders strengthen the organization before problems emerge rather than reporting on them after the fact.